How Do You Prefer Your PMBOK Guide?
- John Vassh
- Sep 6, 2024
- 7 min read
How do you like your PMBOK (Project Management Body of Knowledge)? Rare in use? Well done in detail. Or maybe the chef’s special, which can mean local and fresh, or maybe even left over from the day before. This raises an analogy to an array of possibilities when considering project and program management standards and approaches.
The two official and most referenced standards, PMBOK Version 6th Edition and more recent, PMBOK Version 7th Edition are currently non-uniformly referenced and applied for use throughout the world of both the public and private sector.
Familiarizing yourself with these ideas and resources is a means of becoming a more effective business leader. Even with no desire to involve yourself in program management, the majority of us find ourselves planning or attending meetings and creating/executing action item lists throughout the day. Even these fairly simple or mundane tasks have plenty of opportune gain or loss associated, and a critical path outlined within.
Far beyond the sake of just learning we are called to utilize these concepts in order to create congruence and organized chaos for whatever chosen opportunity that presents itself to thrive. A key question should resonate throughout the project's course. Am I leading my team down the most efficient, profitable, and risk adverse path?
Also, what can we learn about different approaches to program management when utilizing more recent changes in content? And how can stakeholders further their understanding and proper inputs and outputs, to properly utilize the different methodologies available? Let’s take a look.
First, let’s cover some of the basics like a very brief comparison between the PMBOK 6th and 7th Edition. We recommend the full read of both, as it will only help in your efforts to systematically tackle almost any task.
Imagine the project management body of knowledge like a recipe book. PMBOK 6th Edition was your older, more intimidating cookbook full of very specific instructions and fancy equipment. It told you exactly how to dice the onions and what kind of whisk to use. Great for systematic detailed accountability, but not very flexible.
PMBOK 7th Edition is the more modern, user-friendly version. It focuses on the big picture – the delicious results! It gives you essential skills like chopping (onions or other ingredients, your choice) and emphasizes using acceptable tools for the job. No need for a fancy whisk if a fork works just fine, so in application using a similar mindset, check if the opportunity fits one or several of the newly proposed models, methods, and artifacts contained within the PMBOK.
This shifts the more recent focus of PMBOK to value delivery and less on process compliance. It acknowledges the importance of agile, hybrid, and other adaptive approaches, while introducing principles and performance domains (Team, Tailoring, and Uncertainty) to expand on various aspects of project management.
The concepts within the literature help dramatically focus and tailor efforts to utilize resources and accountability. The PMBOK 7th Ed. does not invalidate, nor replace the 6th Ed., it evolves from it, and with it. This offers us the unique time and place to utilize hybrid approaches, concepts, and tools from each. Oh, what a time..
To expand the comparison in even greater detail please enjoy this well-established article from the Project Management Academy:
I would be remiss if I did not leave you without additional outstanding resources to explore. Please enjoy this link from the Project Management Institute that reference some of the most recently published and riveting readings on the subject. PMI is a great resource for white paper studies, articles, and templates.
Remember the basics, always apply the project pillars: cost, schedule, and performance, all while attempting to understand the different degrees of risk and tolerance associated with each. I cannot mention risk in program management without the following, the ability to understand, manage, or mitigate risk will ultimately shape the outcome of the project.
We have briefly discussed the overarching official guides to project management, how about some of the old vs new school approaches readily adopted and currently in use?
These methodologies, much like the PMBOK approaches have their own merit and place in different situations and times. Let’s take a look at the two methods most used and recognized, up for comparison is the waterfall and agile methodology.
Old & New School:
1. Waterfall Methodology:
Overview: Waterfall is the “old school” approach to managing projects. It follows a linear sequence from beginning to end, with well-defined stages and formalized hand-offs.
Stages: In a waterfall environment, there are distinct stages (e.g., analysis, design, development, testing, deployment) that follow one another. Each stage must be completed before moving to the next.
Requirements: All requirements for each step are gathered upfront, and the project progresses until completion.
Mindset: It doesn’t employ a “throw it over the wall” mindset; stakeholders remain engaged throughout the project.
Suitability: Waterfall is useful for large, complex projects with specific and unchanging requirements.
2. Agile Methodology:
Overview: Agile is a more modern and flexible approach. It emphasizes rapid iteration, autonomy, and flexibility.
Sprints: Work is divided into time-based bursts called “Sprints” (typically one-to-four weeks). The goal is to deliver value to the customer/user quickly and frequently. Plan, Design, Develop, Test, Deploy, and Review takes place in project phases.
Self-Organizing Teams: Agile teams are self-organizing. They figure out the best way to allocate resources to meet requirements, consulting with the product owner or subject matter experts when needed.
Adaptability: Agile adapts to change and allows adjustments during the project.
Breaking Down Projects: Larger projects are broken down into smaller pieces, enabling progress during each Sprint.
In summary, while Waterfall emphasizes rigorous planning and documentation, Agile promotes flexibility, customer collaboration, and iterative development. The choice between the two depends on the project’s nature and requiem.
Please enjoy this article from Harvard Business Review further expanding on this comparison. It promotes embracing a hybrid approach in order to utilize the strengths of each, while attempting to negate the weakness of each method, all while tailoring strategy to the unique nature of the project.
Every project is different and a “one size fits all’ approach is often not the proper perspective to adequately address scope. The degree of structure and framework needed to sufficiently and adequately account for all the dynamic variables present will be ever changing. So, working within the context of Agile program management principles the methods of Scrum and Kanban are commonly employed.
Fitting into the context of Agile: More or less structure?
1. Scrum:
Origin: Scrum is one of the most popular Agile frameworks. It was pioneered by Taiichi Ohno and provides a blueprint of values, guidelines, and roles for teams.
Focus: Scrum emphasizes structured planning and execution. It aims to create learning loops by quickly gathering and integrating customer feedback.
Key Practices:
Sprints: Scrum teams work in regular, fixed-length sprints (usually two weeks). They commit to completing an increment of work during each sprint.
Roles: Scrum defines specific roles, including the product owner, scrum master, and development team.
2. Kanban:
Origin: Kanban, originally from lean manufacturing, has been adapted for project management. It focuses on visualizing work, limiting work in progress, and maximizing efficiency.
Continuous Flow: Kanban teams aim to reduce the time a project or user story takes from start to finish. They use a kanban board and continuously improve their flow of work.
Flexibility: Unlike Scrum, Kanban doesn’t prescribe specific roles or ceremonies. It allows for the continuous delivery of work items.
Principles: Both Scrum and Kanban share similar principles, even though their practices differ. The goal is to optimize the process when building better products and services, while generating significant feedback and data.
In summary, Scrum provides a structured framework for planning and executing projects, while Kanban offers flexibility and focuses on continuous delivery. Rather than asking “Scrum vs. Kanban,” again consider combining their principles to enhance your project management practices.
This summary is very broad based, and a centralized comparison of methods used to organize successful program management efforts. I hope you’re able to catch an underlying tone when generating comparisons in principles, methodologies, and tactics. The tone is the use of flexibility to tailor your program guidance and approach per situation in order to maximize the inputs and outputs of your project.
“In matters of style, swim with the current; in matters of principle, stand like a rock.” - Thomas Jefferson
So, you don’t need to be a program manager, even the most detail oriented and non-spontaneous of us can benefit from expanding the use of these resource management approaches and processes. No, I don’t advocate for creating a ten page excel spreadsheet for your vacation, though some of us do. But I do strongly suggest fostering and building familiarity with these ideas when proceeding to structure dealings of commerce. Whether it be the PMBOK 6th Edition or the PMBOK 7th Edition the point is to bring about and sustain your project’s success.
“Never Tell People How to Do Things. Tell Them What to Do, and They Will Surprise You with Their Ingenuity.” – George S. Patton, Legendary Officer in U.S. Army
And finally, for your neural pleasure I give you the ideation of program management and innovation from CL “Kelly” Johnson. The mastermind behind Skunk Works. If you don’t know about Skunkworks, get out..you have exhausted your welcome here. For those that remain in warm salutations, the question remains, so what did Kelly learn from his time in leadership?
CL Johnson's legendary 14 Rules for Skunk Works, a division of Lockheed Martin known for rapid innovation, provide a blueprint for effective program management. These rules, often associated with the development of the SR-71 Blackbird and other groundbreaking aircraft, emphasize speed, efficiency, and a focused approach. Many of these principles align closely with core concepts in modern program management.
For instance, Johnson's emphasis on delegating complete control to project managers aligns with the principle of empowerment in program management. By granting autonomy, project managers can make decisions quickly and effectively, without the bureaucratic red tape often associated with larger organizations.
Additionally, Johnson's insistence on small, dedicated teams echoes the concept of lean project management. By minimizing team size and focusing on essential tasks, organizations can reduce overhead and improve efficiency.
Another key principle from Johnson's rules is the importance of rapid prototyping and testing. This aligns with the agile methodology, which emphasizes iterative development and continuous feedback. By testing early and often, organizations can identify and address issues before they become major problems.
Furthermore, Johnson's focus on direct communication and minimal bureaucracy reflects the importance of controlling project scope, narrative, and capability necessities. CL Johnson's 14 Rules provide a timeless framework for effective program management. By emphasizing speed, efficiency, and a focused approach, these timeless rules can help organizations achieve their goals and deliver innovative products and services. Them’s the rules..
https://www.lockheedmartin.com/content/dam/lockheed-martin/aero/photo/skunkworks/kellys-14-rules.pdf
In conclusion, our goal is to provide you with comprehensive sources and ideas to apply to your own program management efforts. Whether the choice of your tactical approach came from an echo in the past or a modern-day board room, we are now more than ever, equipped with ideas, tools, and abilities to create win-win outcomes. We stand on the shoulders of giants and continue to grow. Thank you for the privilege of your time.
